scenario 1: 

Management is a fun topic and a never-ending pursuit of excellence.  On the upper end of the organization, you have power and authority governed by policies; the bottom is defined by tasks, procedures, and following directions.

Our whole careers of working with people, in-service, and enabling opportunity, and rewards is a never-ending process that continuously reveals itself and educates us.

There is quite a bit to be said for people and their egos, and personalities.  Are these personalities capable of being changed, or it one hard-wired at birth?  Perhaps our journeys are one of the discoveries of who we are and where we perform best. Takes one a while to discover oneself.  The whole process is one of discovery, endlessly fascinating and rewarding (wish I knew then?)
Of course, locating a good mentor, however defined is always a huge asset.

scenario 2:  One might ask: what are the main qualities of employees who will be successful in their jobs? There really is quite a bit of difference between those in positions of authority and power versus those involved in the day-to-day activities of the organization. As we discussed in our management chapter, we have the leader-generalist-strategist versus the manager-specialist-tactician.

Take for an example the qualities are helpful in a small business versus those in a large company. We can get a quality experience, and education in small businesses in that it is a baptism of just being thrown into the water and you learn how to swim in the moment.

Large companies breed bureaucrats doing the same process and generating for management the same figures and reports for years. Quite a bit of politics present.  Go along to get along type atmosphere.  One might need an empathetic mentor.

Quite a bit of difference in the employees of these two types of organizations. Perhaps the tale of two different types of professionals. Small businesses allow us to be 'the' decision-maker as long as it works.  A wrong decision may cause your career to derail.  This and the fact that you competitor across the street can quite easily undercut you 'pricewise'.

Answer the following questions:

a.) So, who might you hire if the decision-maker or the 'order-taker' applies for a job with your company?   Under two different scenarios each can be successful.  However, would you be interested in hiring 'the 'rebel' as someone who has no talent, won't take orders, and won't follow directions'?

b.) Might this mean that, be it a 'tall-type organization' or the team approach, the traits for success entail having some talent, taking orders (and they have to be delegated), and merely following directions? Might these be traits similar to raising successful offspring?